Prof. (Dr.) Sanjay Srivastava, Vice Chancellor of Manav Rachna International Institute of Research and Studies (MRIIRS), shares his perspectives on leadership, institutional growth, and the transformative role of education. With decades of experience, over 100 research publications, and leadership roles in shaping new universities and national policy, Prof. Srivastava brings a unique blend of academic depth, administrative vision, and philosophical grounding inspired by Indian wisdom texts.
Q: What moments or milestones stand out as turning points in your career?
Several turning points have shaped my career. Leading the PGDM programme at Amity Business School in 2003 was significant. Two years later, as Chairman of the Doctoral Programme, I launched a PhD programme across the university. In 2009–10, expanding Amity to 14 campuses was a lesson in institution-building and managing diverse teams.
Becoming the founding Vice Chancellor of Manav Rachna University in 2014 was pivotal. Taking charge of the Dental College—despite not being from that background—was humbling. I immersed myself in lectures, journals, and interactions, because leadership begins with listening and learning. At MRIIRS, achieving NAAC A++ and ranking in the NIRF top 100 has been a proud, team-driven achievement.
Q: How has your expertise in organisational culture and psychometric profiling influenced your leadership style as Vice Chancellor?
Teaching HR and organisational behaviour, along with research in psychometric profiling, has deeply influenced my leadership. Self-awareness is foundational—if you don’t respect yourself, it’s difficult to respect others.
Psychometric tools help in understanding reactions and communication patterns. I practise not raising my voice before 3 p.m., which helps regulate emotions. Just like physical fasting, emotional restraint brings internal stability. Leadership demands clarity, calmness and the ability to influence without agitation.
Q: What defines a truly “eminent” institution?
Eminence isn’t just about infrastructure or rankings; it’s about the energy people bring. Institutions like Manipal, BITS Pilani, and OP Jindal were reviewed based on culture, autonomy, and faculty satisfaction. If teachers feel empowered, their vibrancy reflects in the classroom.
When people mention Manav Rachna, they’re referring to the spirit nurtured here. It’s not just a campus—it’s a living institution built through purpose, values and a focus on well-being.
Q: As a member of Haryana’s NEP 2020 implementation committee, how do you see the policy shaping the future of Indian higher education?
NEP 2020 is a paradigm shift. It enables students to choose their academic paths, promoting interdisciplinary learning and flexibility. The choice-based credit system allows exploration with depth.
At Manav Rachna, we’ve embraced this vision fully. My teaching experiences in Finland and Denmark taught me how seamlessly industry and classrooms can integrate. We’re working toward this alignment in India, ensuring students are job-ready and purpose-driven.
Q: Your book on the Bhagavad Gita and Leadership has received attention. Which lessons from the Gita are most relevant for today’s leaders?
The Bhagavad Gita has deeply shaped me. Its teachings on self-discipline, action with intent, and emotional mastery are timeless. Lord Krishna says, “Your mind can be your friend or your enemy.” This encourages leaders to act purposefully and control impulses.
Another powerful teaching is “Na dainyam na palayanam”—do not pity yourself, and do not escape. Leaders must confront challenges with clarity and courage. The Gita’s principles apply not just to personal growth but to boardrooms and classrooms alike.
Q: What values do you try to instil in your research mentees?
I believe in contribution over commentary. My scholars inspire me—one of them worked on “Hope” as a psychological construct, which was thought-provoking.
I remain an active researcher, attend PhD classes, and share my work. I want my students to value integrity, intellectual curiosity, and authenticity. Titles don’t matter—your commitment and consistency do.
Q: What makes a strong academic leadership team today?
Alignment, agility, and trust are essential. A strong team shares institutional ownership and moves with purpose. Decision-making should be prompt; delays cost us dearly in today’s dynamic environment.
Leadership should be participative and transparent. When team members feel empowered, they deliver their best. Accountability and shared goals are the backbone of impactful leadership.
Q: What are the current challenges for private universities in India, and how can they play a stronger role in shaping future-ready graduates?
Private universities often face image issues and regulatory pressures. To stay relevant, they must keep curricula dynamic, evolve faculty roles, and deliver job-ready graduates.
We must ensure education is not detached from employability. Placements, innovations, and community contributions will help gain public trust and demonstrate our value in nation-building.
Q: What must Indian institutions focus on to become global education hubs?
India has a wealth of intellectual capital. Now, we must align in delivery, mindset, and infrastructure. We need co-developed curricula, global research partnerships, and smoother admission and visa processes.
Our 4 I’s—Innovation, Industry Connect, Interdisciplinary Thinking and Internationalisation—guide this mission. Creating a learner-centric, globally aware environment will make India a destination of choice.
Q: How do you stay inspired and avoid burnout amidst your multiple roles as leader, researcher, and teacher?
My students are my energy. One of them, now a CFO, thanked me on his 50th birthday—it moved me. These moments remind me of education’s ripple effect.
Knowing that we shape lives keeps me grounded. The purpose behind the work rejuvenates me. I don’t see it as work—it’s a mission that fuels me.
Q: Today’s youth are energetic but often distracted. How can universities engage them meaningfully in a tech-heavy world?
Today’s learners seek relevance. They move fast and need education that is experiential and connected to the real world. Faculty must evolve from lecturers to facilitators of curiosity.
Technology itself isn’t the distraction. The real challenge is lack of purpose. When learning is engaging and purposeful, focus comes naturally.
Q: How can ancient Indian philosophies contribute meaningfully to modern education?
Our ancient texts—the Gita, Upanishads, Arthashastra—offer frameworks for ethics, leadership and resilience. Beyond culture, they foster discernment and emotional intelligence.
Incorporating them into education provides students with depth and balance. We need not just informed graduates, but wise ones. These texts offer that bridge.
Q: What is your vision for Manav Rachna and Indian higher education in the next 5–10 years?
India’s GER is around 27%; the aim is 50% by 2035 for a ‘Viksit Bharat’ by 2037. Manav Rachna will play a vital role by introducing new-age programmes, expanding access, and creating learner-driven models.
With our 4 I’s framework and the Gita Centre of Excellence, we’ll build ethical clarity, critical thinking and project-based learning. We envision extended campus hours and flexible, hybrid models. Inspired by our founder Dr. O. P. Bhalla, we aim for a happy, responsible and purpose-led ecosystem.
Prof. Sanjay Srivastava’s journey is a testament to the power of visionary leadership grounded in wisdom, emotional intelligence, and purpose. His ideas offer a powerful roadmap for educators and institutions striving to make learning relevant, transformative, and future-ready.
